Transcription

2 Dhaval Panchal Certified Scrum Trainer (CST) and Agile coach Consults with organizations from mid-sized product companies to the Fortune 100 Experience in software development, business and functional analysis, Lean office implementations, organizational change, system architecture, business intelligence, and project management Writes about software development and coaching on his blog ( Received his B.S. in Engineering University of Mumbai, India Slide 2

5 It is Impossible to Know All Requirements in Advance It is not possible to completely specify an interactive system. Wegner s Lemma, 1995 Uncertainty is inherent and inevitable in software development processes and products. Ziv s Uncertainty Principle, 1996 For a new software system the requirements will not be completely known until after the users have used it. Humphrey s Requirements Uncertainty Principle Slide 5

6 What Emerges? It is impossible to know all requirements in advance Thinking harder and thinking longer can uncover some requirements, but Every project has some emergent requirements Emergent requirements are those our users cannot identify in advance Slide 6

7 Don t Build What Won t Be Used Features / Functions Used in a Typical System The biggest cost of Predictive Development is overproduction of features Must be designed, built, and maintained Don t get used; provide no value Always 7% Often 13% Never 45% Sometimes 16% *Standish Group Study Reported in 2000 Chaos Report. Rarely 19% Slide 7

9 Core Vision Business Drives Development Scrum considers this a good thing. Builds a closer relationship between business and technologists. Maintaining a healthy backlog is key to supporting business needs. Slide 9

15 Challenges: Relative Priority Cannot compare priority for Features VS Bugs VS Technical Items As a <<user>> I want to <<goal>> so that I can know when to expect my package As a <<user>> I want to <<goal>> so that customer service receives 20 fewer calls each day As a <<user>> I want to <<goal>> so that 10K concurrent user requests are handled Express each item in terms of business value; aka User Story Slide 15

16 Challenges: Relative Priority Factors in Prioritization Business value Primary determinant Ask how much would this benefit the business, or how much bang for my buck? don t overlook a few other factors Risk reduction Change in relative cost Learning / uncertainty Where these come into play, items on the Product Backlog may need a boost in priority Source: User Stories Applied and Agile Estimating and Planning, by Mike Cohn Slide 16

17 Relative Priority: Getting Agreement Dot Voting Technique 1. Place all User Story cards on a wall 2. Give 4 to 5 sticky dots to each participant 3. Ask each participant to vote for their highest priority items. Each person can place more than one dot on a single item. 4. Dotted cards have higher priority than non-dotted cards, move them to separate wall. 5. Order backlog with most number of dots to least (1 st Pass) 6. Go to 2 Until all items are prioritized Highest Priority Lower Priority Slide 17

18 Product Owner Owns Product Backlog Collectively, the developers have a sequence in which they would like to implement the features, as will the customer. When there is a disagreement to the sequence, the customer wins. Every time. However, customers cannot prioritize without some information from the development team, it is up to the development team to provide information (assumptions, constraints, alternatives) to the customer in order to help her prioritize the features. Mike Cohn, User Stories Applied Source: User Stories Applied by Mike Cohn Slide 18

20 Challenges: Bugs/Unfinished Tasks If part of a story is not done, then the entire story is not done As a <<user>> I want to <<goal>> so that I can know when to expect my package Re-prioritize entire story Product Backlog Add bugs and incomplete tasks Slide 20

21 Challenges: Over Specification Converting requirements docs/use cases into backlog items line-for-line makes a very large backlog. Impossible to specify a system in its entirety. Slide 21

27 Special-Purpose Story Types SPIKE A quick and dirty implementation, designed to be thrown away, to gain knowledge Indicator: Unable to estimate a user story effectively RESEARCH Broad, foundational knowledge-gaining to decide what to spike or to give the ability to estimate Indicator: Don t know a potential solution TRACER BULLET Narrow implementation in production quality of an epic/large user story Indicator: User story is too large, hard to estimate Slide 29

28 Challenges: Not Enough Information Need clear acceptance criteria Objectively determine Have we built the right thing? Need to be sufficient to test the feature Backlog grooming is key Team has a chance to ask questions Makes differing assumptions visible Give Product Owner pre-planning feedback Time to clarify stories Protects prioritization by customer value Slide 30

29 Grooming for Backlog Readiness Product Backlog items must be understandable by both the team and the Product Owner Team invests 5-10% of their capacity working with the Product Owner to prepare for the next Sprint A suggested approach Meet about 2-days before end of Sprint PO has about 1.5x the number of stack-ranked stories Acceptance Criteria are adjusted and agreed on Team estimates Split stories Re-Prioritize Slide 31

30 Summary: Healthy Backlog Have a single product backlog Stack-ranked prioritized list Use User Stories to compare by business value Product Owner has final say on priority Keep the Product Backlog reasonably sized Put unfinished Stories back on the backlog Don t over-specify low-priority items Groom the backlog before Sprint Planning Split large user stories along business value lines Stories must have acceptance criteria Slide 32

Scrum SE Presentation by Anurag Dodeja Spring 2010 What is Scrum? Scrum is an agile software development framework. Work is structured in cycles of work called sprints, iterations of work that are typically

WE ARE FOCUSED ON HELPING OUR CLIENTS WORK SMARTER AND MORE EFFICIENTLY SO THAT TOGETHER, WE CAN EMPOWER PEOPLE TO DELIVER GREAT RESULTS. We believe that people working towards common goals are capable

SCRUM AT RIIS A Standish study found that only 20% of features in a typical system were used often or always and 45% of features were never used at all. The ability to embrace change is critical to reducing

ARTICLE Establishing and Maintaining Top to Bottom Transparency Using the Meta-Scrum by Brent Barton Agile Journal Oct. 6, 2007 Agile processes and practices have gained enough attention that both IT businesses

Certified ScrumMaster (CSM) Content Outline and Learning Objectives January 2012 The following pages present the CSM taxonomy as validated through the 2011 Scrum Alliance Validation Study. Each percentage

Certified ScrumMaster (CSM) Content Outline and Learning Objectives January 2012 The following pages present the CSM taxonomy as validated through the 2011 Scrum Alliance Validation Study. Total questions

Agile Scrum Workshop What is agile and scrum? Agile meaning: Able to move quickly and easily. Scrum meaning: a Rugby play Agile Scrum: It is an iterative and incremental agile software development framework

Transitioning from Waterfall to Agile Course AG01; 3 Days, Instructor-led Course Description Identify the challenges you will face when implementing an Agile approach to software development and then plan

Chapter 6. Iteration 0: Preparing for the First Iteration People only see what they are prepared to see. Ralph Waldo Emerson There are no secrets to success. It is the result of preparation, hard work,

ASPE RESOURCE SERIES The Business Analyst Role in Agile Projects and How To Do It Prepared for ASPE-SDLC by Rob Snowden The skills we teach drive real project success. The Business Analyst Role in Agile

Agile with XP and Scrum Amit Goel National Agile Software Workshop @ Indore Agile India Conference Agile Software Community of India Disclaimer and Credits Most of material in this presentation has been

Agile Project Management FOR DUMME&* by Mark C. Layton WILEY John Wiley & Sons, Inc. Table of Contents»#» « Introduction / About This Book 1 Foolish Assumptions 1 Conventions Used in This Book 2 How This

No one has to change. Survival is optional. - W. Edwards Deming - Continue your Beyond Budgeting Journey with help from Agile, Lean and Helge Eikeland, Statoil, October 2010 Today s challenge is complexity

Learn, understand, and execute on the three overarching principles behind Scrum: iterative development, selfmanagement, and visibility. Even projects that have solid, well-defined project plans encounter

Certified Scrum Product Owner Discover the benefits of Scrum in this two-day immersion into Agile Product Management. This course is full of practical, real world techniques that you can implement immediately

New Developments in an Agile World: Drafting Software Development Agreements By: Paul H. Arne 1,2 A few months before this article was prepared, a group of senior IT professionals from some of the largest

Agility and Cost Organizational Design and Key Workflows Cindy Shelton Organizational agility the ability to react quickly to changing market circumstances is a critical necessity for effective government

PAGE 1 ios App Development Project Management in Software: Origin of Agile PAGE 2 Learning Outcomes By the end of the unit, you should be able to: 1. Differentiate between Waterfall and Agile process 2.

www.pwc.com Scale agile throughout the enterprise A PwC point of view December 2013 Overview Today it s rare to speak with a company that is not adopting some form of agile development practice. However,

An Agile Approach to Metrics : Applied Macromeasurements to Ensure On-Time Delivery This article challenges the value of traditional metrics for managing product development schedules and presents a reality-based

Overview This is a 15-day live facilitator-led or virtual workshop is designed to prompt your entire team to work efficiently with Microsoft s Application Lifecycle Management solution based around Visual

Project Management and Scrum A Side by Side Comparison by Anne Loeser, October 2006 For decades, software development projects have followed the classic waterfall method in which software development initiatives

Overview of Scrum Scrum is the most popular Agile framework. It is an adaptive, iterative, fast, flexible, and effective method designed to deliver significant value quickly and throughout a project. Scrum

ScrumMaster or Armchair Psychologist Scrum Fundamentals Webinar Q&A March 9, 2016 As a ScrumMaster, one of your responsibilities is "Causing change that increases the productivity of the Scrum Team." What

David Chappell March 2012 THE BUSINESS VALUE OF AGILE DEVELOPMENT Sponsored by Microsoft Corporation Copyright 2012 Chappell & Associates When it comes to creating custom applications, too many of us live

Scrum Is Not Just for Software A real-life application of Scrum outside IT. Robbie Mac Iver 2/9/2009. Agile methods like Scrum can be applied to any project effort to deliver improved results in ever evolving

USCIS/SPAS: Product Backlog Items and User Stories 4/16/2015 Dr. Patrick McConnell July 9, 2015 1 First, an old joke.. I can t identify an original source for this cartoon. As best as I can tell, the art

Scrum for Video Game Development 1 Mike Cohn - background 2 What is Scrum? One of the agile processes Iterative and incremental Produces demonstrable working software every two to four weeks Results- and

Agile Training Portfolio Why agile? The question can also be: Why learn fast? Why adapt to new experiences and learnings quickly and easily? Well, the Dodo was not very agile and we all know how that ended.

www.atginfo.com 1-866-805-4ATG (4284) Agile Ceremonies Demystified A four part series written by Angela Boardman, CSM, CSP 1. Sprint Planning Agile.maybe you have heard of it. Does your company want to

Scrum In A Nutshell Scrum is about Teams producing Results in an agile way. Scrum Teams achieve results anyway they can by using a simple set of rules to guide effort. We will describe scrum as a simple

SCRUM & AGILE Everything You Need To Know Scrum differs from traditional waterfall approaches to project management in many ways, but is based on sound project-management principles. Our article on Scrum

Agile Projects in the Waterfall Enterprise by MICHELE SLIGER 26 BETTER SOFTWARE JULY/AUGUST 2006 www.stickyminds.com Although agile software development methodologies have been around for almost a decade,

Agile Development to Transform FedEx PPAI IT Summit Xuan Liu, Managing Director, IT FedEx and Promotional Products 2 FedEx connects people with opportunities around the world FY15 Revenue: $47.5 billion